Week 1 0 – Foundations of Behavior

1. Principles of Management Week 10– Foundations of Behavior

2. Individual Behavior, Why? • Organizational Behavior (OB) • The actions of people at work • Focus of Organizational Behavior • Individual behavior • Attitudes, personality, perception, learning, and motivation • Group behavior

3. Important Employee Behaviors • Employee Productivity • Organizational Citizenship Behavior (OCB) • Absenteeism • Turnover • Workplace Misbehavior • Deviance • Aggression • Antisocial behavior • Violence

4. Attitudes Personality Perception Learning Psychological Factors Affecting Employee Behavior • Employee Productivity • Absenteeism • Turnover • Organizational Citizenship • Job Satisfaction • Workplace Misbehavior

5. Psychological Factors • Attitudes • Evaluative statements—either favorable or unfavorable • Components • Cognitive component: • Affective component: • Behavioral component:

6. Job Satisfaction • Job Satisfaction • Is a result of employees’ perceptions of how well their jobs provide those things which are viewed as important.

7. Job Satisfaction • Outcomes of Job Satisfaction • Satisfaction and Performance – Moderate Positive • Satisfaction and Turnover- Moderate Negative • Satisfaction and Absenteeism- Weak Negative • Other Effects and Ways to Enhance Satisfaction

8. Organizational Commitment • Organizational Commitment reflects the extent to which an individual identifies with an organization and is committed to its goals. • Three dimensions: Affective, Continuance, and Normative. • The Outcomes of Organizational Commitment

9. Organizational Commitment • Guidelines to Enhance Organizational Commitment Align company and employee interests Profit-sharing plans - incentive plans in which employees receive bonuses in proportion to the company’s profitability Recruit and select new employees whose values closely match those of the organization Support employee development

10. Personality • Personality • The unique and relatively stable pattern of behaviors, thoughts, and emotions shown by an individual.

11. The Meaning of Personality • Role of Personality - knowledge, skills, and ability determine whether a person can do the job - personality determines whether a person wants to do the work • Sources of personality differences – nature (inherited) vs. nurture (based on experiences) controversy

12. Personality: Its Basic Nature and Key Issues Sources of personality differences Personality Environment Heredity • Culture • Family • Group Membership • Life Experiences

13. Classifying Personality Traits • Myers Briggs Type Indicator (MBTI®) • A general personality assessment tool that measures the personality of an individual using four categories: • Social interaction: Extrovert or Introvert (E or I) • Preference for gathering data: Sensing or Intuitive (S or N) • Preference for decision making: Feeling or Thinking (F or T) • Style of decision making: Perceptive or Judgmental (P or J)

14. Extraversion Sociable, talkative, and assertive Agreeableness Good-natured, cooperative, and trusting Conscientiousness Responsible, dependable, persistent, and achievement oriented Emotional Stability Calm, enthusiastic, and secure or tense, nervous, and insecure Openness to Experience Imaginative, artistically sensitive, and intellectual The Big-Five Model

15. Other Personality Insights • Locus of Control • Internal locus: • External locus: • Machiavellianism (Mach) • Being pragmatic, maintaining emotional distance, and seeks to gain and manipulate power—ends can justify means.

16. Other Personality Insights • Self-Esteem (SE) • The degree to which people like or dislike themselves • High SEs • Low SEs

17. Other Personality Insights • Self-Monitoring • An individual’s ability to adjust his or her behavior to external, situational factors. • High self-monitors: • Low self-monitors

18. Perception • Perception • A process that individuals give meaning (reality) to their environment by organizing and interpreting their sensory impressions. • Factors influencing perception: • The perceivers — • The target’s characteristics— • The situation factors—

19. How We Perceive People • Attribution Theory • Refers to how people explain the causes of behavior • Internally caused behavior: under the individual’s control • Externally caused behavior: due to outside factors

20. How We Perceive People • Attribution Theory • Determining the source of behaviors: • Distinctiveness: different behaviors in different situations • Consensus: behaviors similar to others in same situation • Consistency: regularity of the same behavior over time

21. You conclude that... Coworkers are doing very well on this task (consensus is low) This person does not do well on this task at other times (consistency is high) This person performs poorly on other tasks as well as this one (distinctiveness is low) S/he performs poorly because of personal factors (internalattribution) Coworkers are also performing poorly (consensus is high) This person does not do well on this task only this time (consistency is low) This person performs well on other tasks (distinctiveness is high) S/he performs poorly due to situational or environmental factors (external attribution) Figure 2.3 Kelly’s Theory of Causal Attribution: A Summary You observe poor performance of a subordinate, you note that...

22. How We Perceive People • Attribution Theory – errors and biases • Fundamental attribution error • The tendency to underestimate the influence of external factors and to overestimate the influence of internal or personal factors. • Self-serving bias • The tendency to attribute successes to internal factors while blaming personal failures on external factors.

23. Shortcuts Used in Judging Others • Assumed Similarity • Assuming that others are more like us than they actually are. • Stereotyping • Judging someone on the basis of our perception of a group he or she is a part of. • Halo Effect • Forming a general impression of a person on the basis of a single characteristic of that person